Download - L2 Managing Diversity
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November 20,
Managing Human Resources
Week 2
Managing diversity
- Current employment experiences of
socially defined minority groups
- Different approaches to equalities
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Current employment experiences of socially
defined minority groups
Women
Racial and ethnic group Disaled people
!lder people
"esian# gay and isexual people
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Women
$n %pril to &une 2'() around *+, of omen aged (*to *. ere in ork# an increase from /), in (0+(1
or men the percentage fell to +*, in 2'() from 02,
in (0+(1 3his increase is mainly due to the replacement of full-time 4os ith part-time 4os56 Most omen remain in three occupational groups7
Clerical and secretarial 8+.,9
:ersonal and protective services 8e1g1 catering# caring# cleaning*+,9
;elling occupations 8*),9
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Women - :ay differentials
2'(.7 3he gender pay gap in the
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Racial and ethnic groups
3he latest ()1) per cent unemployment
rate among non-hites is still almost
doule the figure recorded for hites1
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Racial and ethnic groups
;everal ethnic groups are knon to have a high
proportion of minimum-age orkers#
particularly Bangladeshis# :akistanis and
migrant orkers 8"o :ay Commission# 2'()91 urthermore# income-ased measures of
poverty reveal significantly higher poverty rates
for Bangladeshis# :akistanis and lacks
8including lack %fricans and lack Carieans9
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Racial and ethnic groups
$n the high-visiility orlds of the estalishment#entertainment and sport# there are signs of progress7there are more than four times as many lack and ethnicminority M:s in :arliament as there ere in (00)1 %Muslim oman takes her seat at the cainet tale every3uesday1 %n %frican-orn man is in charge of a 3;('' company1 Black and %sian actors regularly takeleading roles in prime-time 3 series1
3he population has changed since (00)7 then ethnicminorities accounted for /1( per cent in ngland and
Wales5 the latest figure is ?1+ per cent1 2.th;ept 2'(.
;ource7 3he $ndependent 2.th;ept 2'(.
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Racial and ethnic groups
Eoever# lack men and omen in their
early tenties are tice as likely to e not
in employment# education or training as
hite people
3here is no shortage of ethnic minority
undergraduates7 nearly one in five in
2'('# an increase of almost a third since(00.1
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November 20,
Racial and ethnic groups
Discriminatory orkplace practices have
een reported to contriute to the
self-Fdeselection> of ethnic minority omen
from the 4os market
8Gao4un "i# cited in %ll :arty :arliamentary
Hroup on Race and Community# 2'(291
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Managers
%ccording to the 2'(( census# one in nine
8('10,9 of the employed orkforce 8in
ngland and Wales9 is a IManager# director or
senior official3ypical Manager7
manager is 4ust under .*# is more male than
female# and predominately hite# ut over thelast eight years has got slightly older# more
female# less hite and a it etter qualifiedJ
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Managers
3he non-manager orkforce splits almostexactly /'7/' male and female 8/'1(, male#.010, female95
y comparison# */1(, of managers are maleand ).10, are female1
3he proportion of KnonhiteL managers hasincreased from .1), in 2''. to +1., in 2'(2
3his represents a ma4or challenge to employers#in revieing their recruitment# promotion andcareer development strategies
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Disaled :eople
3here are aout (' million disaled people in Hreat Britain ho arecovered y the Disaility Discrimination %ct1 3his represents around(?, of the population1
3here are over *10 million disaled people ho are of orking age#representing nearly one in five people of orking age in Hreat
Britain1 Many people think that people are usually disaled from childhood1$n fact# most people ho have a disaility or a health conditiondevelop it in later life1
+?, of disaled people acquire their impairment aged (* or older1 2, of the
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Disaled :eople
Research from the E; has found that
disaled employees are7
%s productive as their colleagues
Eave less time off sick
;tay longer in their 4os
Eave feer ork accidents
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!lder Workers
3he working population is getting older -employers ill have more older orkers torecruit and manage and feer younger orkers1
3here are currently 2' million people aged /'and over in the
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!lder people
% survey of /'' British residents eteen /' and *0
years of age found that ?/, elieved that employers
discriminate against older orkers5
- Df 8(0009
Discriminations are likely to occur in relation to
recruitment# selecting staff for promotion#
redundancy# training and deciding the age of
retirement5
-3orrington 82''29
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"esian# gay and isexual people
Difficult to descrie
.. , of the ..' gay# lesian and isexual
respondents mentioned they had experienced
discrimination due to their sexuality
-3rades
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Different approaches to equality
qual opportunities approach
6 ;eeking to influence ehaviour through legislation so thatdiscrimination is prevented
Management of diversity approach
6 ocusing on individuals rather than groups and encouraging theimprovement of opportunities for all individuals and not 4ust those inminority groups
-3orrington 82''29
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:rolems ith equal opportunities approach
%ssumption7 equality of outcome ill e achieved if fairprocedures are used and monitored
3he approach alienated large sections of the orkforce ho feltthat there as no enefit for themselves
qual opportunities results in the loering of entry standards
3he approach creates divisions in the orkforce
F3raditional equal opportunities strategies encourage a vie that
omen have a prolem and need help>1
-3orrington 82''29
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:rolems ith equal opportunities approach
$n general#
6 3he approach is regarded as simplistic5
6%ttempting to treat the symptoms rather than the
causes of unfair discrimination
-3orrington 82''29
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Management of diversity approach
FManaging diversity is aout the realisation of
the potential of all employeescertain group
ased equal opportunities policies need to e
seriously questioned# in particular positive
action and targets>
- =andola and ullertoon 8(00.9
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Management of diversity approach
F3he challenge of meeting the needs of a
culturally diverse orkforce and of sensitising
orkers and managers to differences
associated ith gender# race# age and
nationality in an attempt to maximise the
potential productivity of all employees>
- llis and ;onnenfield 8(00.9
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Management of diversity approach
FWhereas the equal opportunities approach minimises
difference# the managing diversity approach treats differences
as a positive asset>
$t is ased on the economic and usiness case for recognising
and valuing difference# rather than the moral case for treating
people equally1
Whereas equal opportunities are normally driven y the ERfunction# managing diversity is regarded as the responsiility of
all managers1
- 3orrington 82''29- 3orrington 82''29
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% process for managing diversity
$nvestigation of the current situation in terms of statistics# policy andculture# etc15
;etting visions of hat the organisation ould look like if itsuccessfully managed diversity5
;preading the onership5
:olicy development5
$nitiating a range of training schemes5
Managing the programme to sustain momentum
- Ross and Schneide (1992) in
Torrington (2002)
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:rolems ith the managing diversity approach
3oo many complications 8different interpretations95
Concentration on the individuals may reduce theaareness of social-group-ased disadvantage5
Managing diversity can e considered asintrospective as it deals ith people already in theorganisation# rather than ith getting people into the
organisation
-3orrington 82''29
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Fqual opportunities> approach vs1 Fmanagement of
diversity> approach
Aspect Equal opportunities anaging di!ersit"
#urpose Reduce discri$ination %tilise e$plo"ee potentialto $a&i$u$ ad!antage
'ase argued oral and ethical usiness case-i$pro!eproita*ilit"
+hose
responsi*ilit"
,Rpersonnel depart$ent All $anagers
.ocuses on /roups ndi!iduals
#erspecti!e ealing with dierent needso dierent groups
ntegrated
eneits or
e$plo"ees
pportunities i$pro!ed or
disad!antaged groups3pri$aril" through settingtargets
pportunities i$pro!ed
or all e$plo"ees
.ocus on$anage$entacti!it"
Recruit$ent anaging
Re$edies 'hanging s"ste$s andpractices
'hanging the culture
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Fqual opportunities> approach vs1 Fmanagement of
diversity> approach
Much of literature suggest that management of
diversity is a superior approach to equal
opportunities# and is not compatile ith the equal
opportunities approach
- 8=andola et al1# (00*9
Mutually supportive
-ord 8(00*9